Communicate Strategically

Conversations, discussions, meetings, messages, and presentations have long-term consequences.

- Dianna Booher

The caller, early Monday morning, identified herself as the CEO of a large commercial real estate firm. I listened as she introduced herself again, reminding me that we had met a year earlier when she had accompanied her daughter, who had just finished graduate school, to our training centre—to be groomed for her rise to executive management in the family business.

“I need to meet with you today,” the caller said. “Preferably this morning. Can you come here? Or I can come there if I have to. . .”

“What can I help you with? Can you tell me a little more about what the issue is?”

“My life is falling apart. I have to talk to somebody. Now. This morning!” Her voice broke. She sounded like an exhausted young mom with triplets who had just kept her up all night with a bad virus.

“Is it a communication issue specifically or a more general management concern?”

“Everybody who comes through the door has a problem... Either some deal has gone south and they want help, or they do not like some policy. Nobody is happy! Nobody gets along!

My daughter—they will not listen to her. They all still come to me for every little decision. To settle every little dispute. I cannot get away for one minute. I have got to talk to an outsider to get some perspective on all this.”

“Are you talking primarily about work or your family?”

“Both. I just need to talk to somebody now. So do you do that kind of coaching? Can you help?”

“If it is a communication problem with your staff, I can help you with that certainly. I am not a psychologist, and you sound very upset. But I am very willing to rearrange my work schedule and come out to meet with you today.”

“Then send me a proposal... and I’ll get back to you––either later today or tomorrow. Or next week.”